Implementation

This article outlines the results of ten expert interviews on the use of machine learning to promote corporate sustainability and then compares them with relevant literature. The study shows that economic factors drive the use of machine learning, the introduction of which is initiated by both top management and specialist departments. However, grounded strategies for implementing machine learning are rarely available and use cases are often based on supervised learning. The environmental impact (the reduction of emissions, for example) outweighs the social impact, though quantification is difficult. Additionally, a lack of trust, expertise, and communication hinders the adoption of machine learning, while some technical challenges regarding data requirements also pose problems.

RPA refers to bots that automate repetitive, rulebased tasks in a business process. This paper describes general areas of application for RPA in logistics as well as two practical logistics examples. In addition, a procedure model for the implementation of RPA in logistics is presented. The paper answers the following questions: What are suitable use cases for RPA in logistics? What criteria support the selection of suitable processes? And how should an implementation guide be designed to systematically support an implementation project taking into account critical success factors?

This article presents a concept for the visualization of maintenance processes in Industry 4.0 using the reference architecture model Industry 4.0, in short RAMI 4.0. The mirroring of maintenance processes is done by transferring relevant maintenance terms from various standards into maintenance assets and the corresponding management shells. Here, the role of the human being has to be considered and the dynamic behaviour of maintenance processes has to be mapped. In this respect, this concept presents different methods of visualizing these issues.

Industry 4.0-related potentials leading to Industry 4.0 implementation mostly remain unclear. Consequently, this paper analyzes potentials that drive manufacturers to implement Industry 4.0 in five industries. Whereas mechanical and plant engineering as well as electrical engineering companies consider business-model driven, operational as well as ecological and social benefits as relevant for Industry 4.0 implementation, the chemical and steel industry widely disregard business-model driven opportunities. The automotive industry merely focuses on operational benefits provided by Industry 4.0.

Nowadays, supply chains are highly complex and exposed to an increasing vulnerability against risks. This paper presents an approach how to implement supply chain risk management with an acceptable effort, by considering company- and supply chain-specific factors. Furthermore, a research project about the supply chain risk management auditing is presented which focuses on durable effectiveness of the entire system.

You will be presented with a tool-based approach to MES function modules selection and implementation. Classic data observations include MES and formats such as production data acquisition (PDA), machine data acquisition (MDA) and personnel data entry, but also all other processes, a timely impact on the manufacturing/production process. The MES covers typically the business, reporting and schedule the production levels of an enterprise ERP and the actual production or production process in manufacturing and automation level. In particular, the MES of continuously controlling enforcement an existing and valid planning and feedback from the process is used.

sperous technology - until 2010 79 % of the users plan to extend the usage of RFID in logistics. However, the majority of users lacks in economic success with their current RFID applications. The reasons lie in the difficulties of building a solid business case and the complexity of the implementation itself. This article presents strategies of successful companies - focusing on partner integration - to cope with this complexity.

Derived from the automotive industry an increasing number of companies - also from other industry sectors - implemented their own Integrated Production System. Relevant aspects concerning the implementation of an Integrated Production System like the motivation, the structure and the implementation strategy, as well as necessary efforts and benefits, were subject of a short survey by the Institute of Production Science (wbk) with chief managers of selected industry partners. This article summarizes the survey results and gives a short outlook to the future trend of Integrated Production Systems.